Satya Nadella

a goal, relevances.

And so I think the thing that I have to do and all 200,000 of us have to do every day is are we doing things that are useful and relevant for the world as we see it evolving, not just today, but tomorrow.

Like we have to basically, and we live in an industry where there's no franchise value, right?

So that's the other hard part.

which is if you take the R&D budget that we will spend this year, it's all speculation on what's gonna happen five years from now.

And so you gotta basically go in with that attitude that saying, look, we are doing things that we think are gonna be relevant.

And so that's what you got to focus on.

And then know that there's a batting average and you're not going to get, you have to have high tolerance for failure.

That's the other thing, which I think is unlike, you have to be able to sort of take enough shots on goal to be able to say, okay, we will make it to the other side as a company.

And that's what makes it tricky in this industry.

That is, I love that even.

Rita Hoffman uses that term.

I love that refounding thing.

And I think that that's the mindset.

Like, I mean, people talk about founder mode and I sort of,

I think for us, mere model CEOs and others, it's more like, hey, the refound them all.

And I think that it's to be able to see things again in a fresh way, I think is the key to me.

And so, you know, to your question, can we culturally create an environment where refounding becomes

a habit thing, right?

Which is like every day we come in and say, yeah, we feel we have that stake in this place to be able to change the core assumptions of what it is that we do and how we relate to the world around us.